Traditional project management has regarded the project as a tool and not as a diverse organizational task. This view has been challenged by an organizational approach, where the focal point is the dynamics of the project team, seen as an organized unit of individuals. The argument is, that by focusing on the project as an organization, the Project Manager can identify structures that may help the project act and navigate in changing environments. This point of view is picked up in this paper, adding the organizational philosophy by Ole Fogh Kirkeby to the content. Ole Fogh Kirkeby offers a certain view and understanding of the organisation, and how to manage it. The organization is regarded as limenal in its nature, meaning it is constant on the verve to transform its self-understanding. This shift of meanings, require a certain managing effort, the event management. It is the events as they happen, that forms both the organizations and the individual’s way of conceiving actions. Therefore events have to be anticipated by the Project Manager, so that he/her can prepare the organization for the event and facilitate the meaning associated with the event. To do so, it requires a certain way of management: the dialectic dialogue. The dialectic dialogue is the way by which the Project Manager communicates, and it requires that the Project Manager institute a subject-subject relation to the employees. This imply that the Project Manager is open to change/transform as the dialogue constitute a new meaning. Further more it requires the Project Manager to be embodied in the organizational culture, so that he/she is acting as the organization it self. By doing so the Manager can be part of the limenal processes, and take the lead in giving events their cultural meaning, thereby establishing a base from where actions depart.
|Educations||MSc in Philosophy, (Graduate Programme) Final Thesis|
|Number of pages||90|